Your new technology is only as good as your the customer’s ability to interact with it and staff’s ability to help them along the way. WalkMe makes the process seamless for both parties, co-founder and president Rephael Sweary said.
Mr. Sweary said the digital adoption platform, used by such companies as PayPal, Microsoft and Spotify, enables customer digital transformation. Overlaid on top of client sites, it allows for constant branding while lessening the client customer service burden.
“It looks like a help center in a bank, but is actually on our site,” Mr. Sweary said. “We can overlay both on web and mobile, and because we are overlaid, WalkMe can be deployed on the site without changes.”
WalkMe employs a four-layer approach to adoption, he explained. It begins with guiding the user via Artificial Intelligence (AI) and strategically placed content through a typical experience. Next is an engagement level where WalkMe anticipates user behavior and attempts to proactively address issues before they ask for help. This is a crucial step because most users don’t ask for help and abandon the process. Clients adopting the technology report a double-digit percentage drop in support calls, Mr. Sweary said.
The third layer uses AI and machine learning to produce insights into typical user behavior on the site. if, for example, many keep clicking until they get to the Q3 report, they can reduce friction by making that report more easily available.
The final layer addresses the human element, one which can be a key impediment to system adoption. While 80 per cent of banks plan on replacing their core banking systems, they often struggle with effectively training the frontline employees who have to contend with the new technology every day. According to some reports, only 10 per cent of corporate training is effective, 70 per cent of what is taught is forgotten within a day, and employees spend close to seven hours every week trying to learn the new methods. With most companies adopting best-in-breed solutions from a series of providers, they likely have multiple new technologies to contend with.
The solution is a more contextual approach, Mr. Sweary said, one that is personalized to the user through the collection of analytics to determine where the employee needs the help and when they need it.
“Digital adoption is about making employees more productive and making better use of their time with less errors,” he said.
The savings quickly add up, Mr. Sweary added. Faster adoption of one system reduces calls by 1.5 hours per employee, per week. That’s 77 hours per employee per year. Based on an average salary of $22 per hour, the savings are $1,694. Multiply that by the number of employees and processes employed and that’s a significant sum that can be deployed to grow the business in another area. One major bank saw a 50 per cent reduction in support requests while a payment platform saw average employee training time reduced from as high as 30 hours to two.
“That is why you see us so successful in this vertical,” Mr. Sweary said. “We train system to work with users, not users to work with the system.”